Загрузка видео...

Не удалось загрузить видео

Возникла проблема при загрузке этого видео. Это может быть связано с временными проблемами сети или видео может быть недоступно.

На главную

Former Google CEO Eric Schmidt on the controversial hiring rules that built Google, and the beloved "glue people" he says you don't need at all: Schmidt admits the early rules were unpopular, even inside the company. "One of the rules is that we didn't want to hire your friends,... which always was upsetting. We also didn't want to hire anybody from what were considered to be lesser universities. And so we also wanted to hire people who had very high GPAs." That meant saying no to people who, by most measures, deserved a yes: "So the constant problem was that somebody was a good employee, had someone they had worked with, who was very loyal, very hard working, who was not from a great university, did not have a very good GPA and we would not hire them." He concedes the policy has since been softened. But he doesn't apologise for it: "So that was controversial and we've relaxed that a little bit now. But the fact of the matter is it got us to where we were today because it produced these high IQ generalists from prestigious universities." Then there was the second rule, built on a lesson Schmidt learned before Google, at Novell. He calls them "glue people": "The glue people are incredibly nice people who sit at interstitial boundaries between groups and they assist in activity. They are glue and they're very, very loyal and people love them and you don't need them at all." The problem wasn't that they were bad people. It was that they cost speed: "At Novell, I kept trying to get rid of these glue people because they were getting in the way because they slowed everything down." And once inside, they were almost impossible to remove: "And every time I'd get rid of in one group, they'd show up in another group and they'd transfer and get rehired and all that." When Eric Schmidt raised this with Larry and Sergey, Larry's answer was to stop glue people before they ever got in: "And Larry said, yeah, let's just review all the hiring." "So guess what? From that moment on, we reviewed every offer packet. Literally everyone." The review was strict enough that even Schmidt's own preferred candidates got caught: "And anybody who smelled or looked like a glue person, plus the people that Larry and Sergey thought had backgrounds that I liked that they didn't, would all be flagged. And so anybody who sort of met the original profile, they'd go right through."show more

Big Brain Business

21,356 subscribers

151,905 просмотров • 1 месяц назад •via X (Twitter)

Новости и политика Образование

Anya Rossi• Live Now

Private livecam show

Комментарии: 14

Фото профиля Travis

Travis1 месяц назад

This dude is stupid as fuck and created a fucked up culture within a virtual monopoly

Фото профиля nimbledickcrab2026

nimbledickcrab20261 месяц назад

If his hiring process is so great, then why does everything that Google puts out suck ass? Aside from search and YouTube (which they bought), everything else, Google Cloud, Google sheets, Google docs, etc. is absolute shit and no one uses them. Also, Gemini is complete shit.

Фото профиля P. Westbrook

P. Westbrook1 месяц назад

And you hired a shitload of h1b indian foreigners from unranked universities that were completely inept but were dirt cheap...and now nepotism has taken place favoring indian foreigners and discriminating against hiring Americans...

Фото профиля MarginOfRisk

MarginOfRisk1 месяц назад

@GeniusBusiness_ Driven n ambitious graduates from lessen known universities is as good if not better than typical graduates from top universities It’s a proven formula w proven record.

Фото профиля Not the farmer

Not the farmer1 месяц назад

Sounds like a terrible place to work

Фото профиля nick

nick1 месяц назад

hi meet the worst person you’ve ever dealt with

Фото профиля Nimrod

Nimrod1 месяц назад

All those words for a simple idea: either you help us technically, or you’re slowing us down.

Фото профиля Big Brain Business

Big Brain Business1 месяц назад

Full video from @GreylockVC:

Фото профиля Liam McKnight

Liam McKnight1 месяц назад

their psychometric hiring and iq hiring absolutely do not work at all apparently

Фото профиля i wanna say thanks

i wanna say thanks1 месяц назад

Sheesh .

Фото профиля Banner2023

Banner20231 месяц назад

@AAGDhillon now that you hired law practitioner with civilrights knowledge do you thing this billionaire has the rights to exercise or preach discrimination @USLaborIG someday you will need this to question @Google and @Microsoft hiring practices

Фото профиля ricominn

ricominn1 месяц назад

Now, we know why DuckDuckGo is so much better than google.

Фото профиля DR

DR1 месяц назад

Hmm, but why did Google folks go Woke DEI then?

Фото профиля Ozymandias

Ozymandias1 месяц назад

That's sounds like corporate facism. Keep these guy's away from government.

Похожие видео

Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”

Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”

Startup Archive

162,101 просмотров • 2 лет назад

Baier: I just got off the phone with the president…. I asked, “what you are saying is you know there is somebody on the ground in Iran that is going to rise up?” He said, “yeah, I feel there is. I feel that and some of them are no longer with us to be honest because it was 49 leaders that were taken out. That was going to take four weeks we thought to get rid of the Iranian leadership and it is always, you know, if they hide, it is a lot longer than four weeks. They would have been hiding. We were shocked when we heard what was going on. We knew exactly what was happening… they are talking about using people now that nobody ever heard of—even they don't know. They are using people, studying people to be the leader that even they don't know who they are. Can you believe that?” I said it's a tough succession plan in Iran. He said, “49 leaders is deep. It's very deep. When they met, they met for breakfast. They assumed it was good for a lot of reasons. Number one they didn't think we knew. You never attack in the morning having to do with wind and sun and a lot of things. It was amazing that we knew everything we knew.”

Baier: I just got off the phone with the president…. I asked, “what you are saying is you know there is somebody on the ground in Iran that is going to rise up?” He said, “yeah, I feel there is. I feel that and some of them are no longer with us to be honest because it was 49 leaders that were taken out. That was going to take four weeks we thought to get rid of the Iranian leadership and it is always, you know, if they hide, it is a lot longer than four weeks. They would have been hiding. We were shocked when we heard what was going on. We knew exactly what was happening… they are talking about using people now that nobody ever heard of—even they don't know. They are using people, studying people to be the leader that even they don't know who they are. Can you believe that?” I said it's a tough succession plan in Iran. He said, “49 leaders is deep. It's very deep. When they met, they met for breakfast. They assumed it was good for a lot of reasons. Number one they didn't think we knew. You never attack in the morning having to do with wind and sun and a lot of things. It was amazing that we knew everything we knew.”

Acyn

1,065,559 просмотров • 8 месяцев назад

Eric Schmidt, former CEO of Google, on the most important advice he wishes he'd received earlier in life: "Keep betting on yourself and bet again and roll the dice and roll the dice." Eric Schmidt reflects on how, as you get older, you start to see the opportunities that were in front of you and the ones you didn't take. Not because they weren't good enough, but because of small, avoidable reasons. "What happens as you get older is you realize that these opportunities were in front of you and you didn't jump for them. Why? You were in a bad mood or you didn't know who to call or so forth." His framing is simple but striking: life is a series of time-limited opportunities. They don't wait. Schmidt shares that his own turning point came when he got a call, after several others had already turned it down, to work with Larry Page and Sergey Brin at Google. "I was fortunate that I got the call after a number of people had turned it down to work for Larry and with Larry and Sergey at Google. It changed my life. But that was luck and timing." When he thanked a friend on the board for the opportunity, the response stopped him: "He said, 'But you know, you did one thing right.' I said, 'What?' He said, 'You said yes.'" That's the whole lesson. Luck and timing may bring the door to you. But walking through it is still a choice. Schmidt's advice to anyone facing that kind of moment: "Your philosophy in life should be to say yes to that opportunity. And yes, it's painful and yes, it's difficult and yes, you have to deal with your family and yes, you have to travel to some foreign place and so forth. Get on the airplane and get it done." The people who move despite the discomfort and uncertainty are often the ones who look back with the least regret.

Eric Schmidt, former CEO of Google, on the most important advice he wishes he'd received earlier in life: "Keep betting on yourself and bet again and roll the dice and roll the dice." Eric Schmidt reflects on how, as you get older, you start to see the opportunities that were in front of you and the ones you didn't take. Not because they weren't good enough, but because of small, avoidable reasons. "What happens as you get older is you realize that these opportunities were in front of you and you didn't jump for them. Why? You were in a bad mood or you didn't know who to call or so forth." His framing is simple but striking: life is a series of time-limited opportunities. They don't wait. Schmidt shares that his own turning point came when he got a call, after several others had already turned it down, to work with Larry Page and Sergey Brin at Google. "I was fortunate that I got the call after a number of people had turned it down to work for Larry and with Larry and Sergey at Google. It changed my life. But that was luck and timing." When he thanked a friend on the board for the opportunity, the response stopped him: "He said, 'But you know, you did one thing right.' I said, 'What?' He said, 'You said yes.'" That's the whole lesson. Luck and timing may bring the door to you. But walking through it is still a choice. Schmidt's advice to anyone facing that kind of moment: "Your philosophy in life should be to say yes to that opportunity. And yes, it's painful and yes, it's difficult and yes, you have to deal with your family and yes, you have to travel to some foreign place and so forth. Get on the airplane and get it done." The people who move despite the discomfort and uncertainty are often the ones who look back with the least regret.

Big Brain Business

14,247 просмотров • 7 месяцев назад

The unusual way Steve Jobs ran board meetings and why: “Every company says they want to arrive at the truth. Most of them are full of shit.” “Steve Jobs wasn’t.” “What most companies have is people who are telling the leader what the leader wants to hear, and the leader thinks because they're hearing what they want to hear, that they've got this really insightful group.” “But Steve had a very different approach to get insight. He understood what he was trying to do. He understood at an intuitive level there's no upside in being wrong. As soon as he realized he was wrong, he would change quickly.” “But here's the thing that most people don't know, and that is that Pixar was a public company for ten years, starting in '95 when we went public until ten years later when we were acquired by Disney. In that ten-year period, Steve fired two members of the board of directors at Pixar. The reason he fired them was that they never disagreed with him and he said, "If they don't disagree with me, then they aren't bringing any value to the company." “That's an unusual way of thinking, and he really believed that.” “Our board meetings were lively, they were loud, and they were thrilling. “They were arenas of disagreement.” “The people on the board had very strong opinions and did not agree and Steve loved that.” “A lot of executive say they want that, but Steve really meant it.”

The unusual way Steve Jobs ran board meetings and why: “Every company says they want to arrive at the truth. Most of them are full of shit.” “Steve Jobs wasn’t.” “What most companies have is people who are telling the leader what the leader wants to hear, and the leader thinks because they're hearing what they want to hear, that they've got this really insightful group.” “But Steve had a very different approach to get insight. He understood what he was trying to do. He understood at an intuitive level there's no upside in being wrong. As soon as he realized he was wrong, he would change quickly.” “But here's the thing that most people don't know, and that is that Pixar was a public company for ten years, starting in '95 when we went public until ten years later when we were acquired by Disney. In that ten-year period, Steve fired two members of the board of directors at Pixar. The reason he fired them was that they never disagreed with him and he said, "If they don't disagree with me, then they aren't bringing any value to the company." “That's an unusual way of thinking, and he really believed that.” “Our board meetings were lively, they were loud, and they were thrilling. “They were arenas of disagreement.” “The people on the board had very strong opinions and did not agree and Steve loved that.” “A lot of executive say they want that, but Steve really meant it.”

David Senra

124,306 просмотров • 4 месяцев назад

Robert Kennedy Junior says that Fauci and Gates were involved in terrible, immoral, homicidal criminal behavior during Covid and that by depriving people of Ivermectin millions of people died. He says there needs to be a reckoning after they pretended like there was no cure for Covid so they could push the vaccine for profit. This is the man who is now allied closely with Trump and may be able to take on big pharma like no one has. Things are looking up. 🔥 "I don't look into Anthony Fauci's head. I don't look into Bill Gates's head. I don't say he did this because he was greedy or because he was manipulative I just lay out what they did and the story speaks for itself. And you know it's a story of really of people involved in really terrible terrible, immoral, homicidal, criminal behavior. A position of government that he had for fifty years without any election, to clamp down these totalitarian controls that were not science based and that everybody now admits There was no science In fact yesterday… the chief… attorney for FDA admitted that there was no reason to discourage people from taking Ivermectin. Ivermectin was a was a very very devastating cure for COVID it literally obliterated COVID. And you know by depriving people of Ivermectin many people millions of people around the globe died. And they didn't need to. There were cures for COVID from day one and very effective cures. And but they didn't want that. They wanted the vaccine only. And it was a rule there's a rule a you know a little known federal rule, that they were they were all aware of, which said that you cannot issue an emergency use authorization for vaccine if there is an existing remedy that has already been approved for any use. The whole vaccine project would have fallen apart. They couldn't have done it. And so they decided that they were going to pretend that there was no cure except for the vaccine. And they gave people a product that was not properly tested. And then now, we have a whole generation of kids that has myocarditis these terrible heart problems in young athletic boys, you're seeing so many kids now drop dead on playing fields. Right and that we never saw anything like this before. On average it was I think twenty nine a month globally athletes who died on the field. And we were getting down to hundreds a month now. There still has to be a reckoning. The mainstream media hasn't caught up with this science. But the science is out there now and it's devastating." Robert F. Kennedy Jr

Robert Kennedy Junior says that Fauci and Gates were involved in terrible, immoral, homicidal criminal behavior during Covid and that by depriving people of Ivermectin millions of people died. He says there needs to be a reckoning after they pretended like there was no cure for Covid so they could push the vaccine for profit. This is the man who is now allied closely with Trump and may be able to take on big pharma like no one has. Things are looking up. 🔥 "I don't look into Anthony Fauci's head. I don't look into Bill Gates's head. I don't say he did this because he was greedy or because he was manipulative I just lay out what they did and the story speaks for itself. And you know it's a story of really of people involved in really terrible terrible, immoral, homicidal, criminal behavior. A position of government that he had for fifty years without any election, to clamp down these totalitarian controls that were not science based and that everybody now admits There was no science In fact yesterday… the chief… attorney for FDA admitted that there was no reason to discourage people from taking Ivermectin. Ivermectin was a was a very very devastating cure for COVID it literally obliterated COVID. And you know by depriving people of Ivermectin many people millions of people around the globe died. And they didn't need to. There were cures for COVID from day one and very effective cures. And but they didn't want that. They wanted the vaccine only. And it was a rule there's a rule a you know a little known federal rule, that they were they were all aware of, which said that you cannot issue an emergency use authorization for vaccine if there is an existing remedy that has already been approved for any use. The whole vaccine project would have fallen apart. They couldn't have done it. And so they decided that they were going to pretend that there was no cure except for the vaccine. And they gave people a product that was not properly tested. And then now, we have a whole generation of kids that has myocarditis these terrible heart problems in young athletic boys, you're seeing so many kids now drop dead on playing fields. Right and that we never saw anything like this before. On average it was I think twenty nine a month globally athletes who died on the field. And we were getting down to hundreds a month now. There still has to be a reckoning. The mainstream media hasn't caught up with this science. But the science is out there now and it's devastating." Robert F. Kennedy Jr

Green Lives Matter

958,546 просмотров • 2 лет назад

This is psychotic behavior. It’s not just malignant narcissism and dementia. He has lost contact with the objective world and expects everyone to live in his alternate reality with him. It’s all manufactured by his own psyche and no amount of evidence will change it. This is a terrified inner psyche constructing a protective world. He’s insane and existentially dangerous. “Jeanine Pirro made a mistake. It was vandalism. I just told you we did, I think, 78. One of the things was to reflecting pool, hasn’t worked since 1922, because it always leaked. It always leaked from 1922. You know, it's the largest longest pool ever, all that. The concept is beautiful, but it always leaked because of the size, because of maintenance, whatever. But it was built in 1922, and from the day it was built, it like, Biden spent $58 million. Barack Hussein Obama spent much more than that. He said, "I have an idea. Let's take the river from, let's take the water from the Potomac." So they took the water from the Potomac, and it was putrid. It was putrid. It was a disaster. Biden was a disaster. I said, "I'm going to get that face." Along with Doug Burgum, Department of Interior, and we worked harder than that. Now we worked harder in all '70s. It's actually, I think, '81 now. You saw the new horses that just opened by the bridge with the gold. That was the way they were many years ago. Now they looked better than they did many years ago. But these monuments looked better than they did when they were originally built. Not just a little fix up. We made them the way they were plus, and everyone's so proud. The biggest, one of the bigger jobs was not really the biggest, believe it or not, but one of the biggest was the reflecting pool. And we did a great job. We sandblasted the stonehouse at his granite, so it has a long life. We did a great job. We got very expensive material to put on top of the surface that always leaked, because it was stone. It was a stone, sir. Always leaked. And we put it on, and it was beautiful. Now we have photographs of tapes, like moving cameras, right? We have them where people are on the side, cutting it with a box knife. So now I'm not saying I was 100% thrilled with the contractor, but the contractor was rushing. We wanted to get it open for July 4th. And we got it done. But in addition, there was mandalism. Number one, look at the grass, where the grass was all knocked out with a very powerful ingredient. We know very well what it is. But like I say, the name, because people get ideas. But they put a terrible phrase, I won't say that either, but a terrible phrase, on a massive piece of grass that we had just replaced. Kill the grass. We had to replace the grass. A lot of grass. In addition, they took knives or cutters, and they cut the material. And they put their hands and they pulled it. And there was also some maintenance things that we would have routinely fixed. But we had that up, and it was perfect. And then you had the bubblers, which get rid of what forms in the water. And that works great, but they turned it up because of the fight. Because it competed a little bit of noise during the fight. They turned it off, and it grows very rapidly in the water. But that actually works very well. And that's all. So now we're just about set to reopen it. And we had to replace cut areas where they cut it and ripped it. But there's a tape. And Jesse Wooders, by the way, did a whole big thing on it. There's a tape that's out there that I posted on truth. Where you have people leaning over the side, the weakest part, because of the flexibility. You know it moves. It's very complicated. It moves. And the softest part has to be flexible. And that's the stuff you can cut. And these guys knew what they were doing. And they cut all the way along the base, cut, cut, cut. Now, when you need to look at it, it was a day after the 4th of July, with the largest fireworks display in the world.”

This is psychotic behavior. It’s not just malignant narcissism and dementia. He has lost contact with the objective world and expects everyone to live in his alternate reality with him. It’s all manufactured by his own psyche and no amount of evidence will change it. This is a terrified inner psyche constructing a protective world. He’s insane and existentially dangerous. “Jeanine Pirro made a mistake. It was vandalism. I just told you we did, I think, 78. One of the things was to reflecting pool, hasn’t worked since 1922, because it always leaked. It always leaked from 1922. You know, it's the largest longest pool ever, all that. The concept is beautiful, but it always leaked because of the size, because of maintenance, whatever. But it was built in 1922, and from the day it was built, it like, Biden spent $58 million. Barack Hussein Obama spent much more than that. He said, "I have an idea. Let's take the river from, let's take the water from the Potomac." So they took the water from the Potomac, and it was putrid. It was putrid. It was a disaster. Biden was a disaster. I said, "I'm going to get that face." Along with Doug Burgum, Department of Interior, and we worked harder than that. Now we worked harder in all '70s. It's actually, I think, '81 now. You saw the new horses that just opened by the bridge with the gold. That was the way they were many years ago. Now they looked better than they did many years ago. But these monuments looked better than they did when they were originally built. Not just a little fix up. We made them the way they were plus, and everyone's so proud. The biggest, one of the bigger jobs was not really the biggest, believe it or not, but one of the biggest was the reflecting pool. And we did a great job. We sandblasted the stonehouse at his granite, so it has a long life. We did a great job. We got very expensive material to put on top of the surface that always leaked, because it was stone. It was a stone, sir. Always leaked. And we put it on, and it was beautiful. Now we have photographs of tapes, like moving cameras, right? We have them where people are on the side, cutting it with a box knife. So now I'm not saying I was 100% thrilled with the contractor, but the contractor was rushing. We wanted to get it open for July 4th. And we got it done. But in addition, there was mandalism. Number one, look at the grass, where the grass was all knocked out with a very powerful ingredient. We know very well what it is. But like I say, the name, because people get ideas. But they put a terrible phrase, I won't say that either, but a terrible phrase, on a massive piece of grass that we had just replaced. Kill the grass. We had to replace the grass. A lot of grass. In addition, they took knives or cutters, and they cut the material. And they put their hands and they pulled it. And there was also some maintenance things that we would have routinely fixed. But we had that up, and it was perfect. And then you had the bubblers, which get rid of what forms in the water. And that works great, but they turned it up because of the fight. Because it competed a little bit of noise during the fight. They turned it off, and it grows very rapidly in the water. But that actually works very well. And that's all. So now we're just about set to reopen it. And we had to replace cut areas where they cut it and ripped it. But there's a tape. And Jesse Wooders, by the way, did a whole big thing on it. There's a tape that's out there that I posted on truth. Where you have people leaning over the side, the weakest part, because of the flexibility. You know it moves. It's very complicated. It moves. And the softest part has to be flexible. And that's the stuff you can cut. And these guys knew what they were doing. And they cut all the way along the base, cut, cut, cut. Now, when you need to look at it, it was a day after the 4th of July, with the largest fireworks display in the world.”

Jim Stewartson, Decelerationist 🇨🇦🇺🇦🇺🇸

2,268,985 просмотров • 3 месяцев назад

An MTV LA journalist on her encounter with ENHYPEN: -I’ve had experience with many kpop bands and all of them have been wonderful. But what I experienced with ENHYPEN was something very different, I’ll tell you why. The people that are behind the kpop industry are people who follow procedures very rigorously. There’s a lot of control over the questions you can ask, of what you get to say, of how they need to answer. If you didn't know, its a very strict world in that regard. So, usually with this type of interview, there's not a lot of room for you to interact with the talents outside of the cameras. Normally they're sitting down, waiting for someone to tell them the camers are rolling and for questions to be asked. They almost never interact or ask you questions, which could be due to the language barrier. But in this case it wasn't like that. From the moment they came in, they were super friendly, they greeted us all. You could tell they had watched the Norway vs. England game, and we started talking to them about it. We told them “right now, we’re rooting for Norway because England eliminated us”. They laughed and said “Ok we support Noway!” They were very chatty, very nice. We ended the “payaso de rodeo” portion super hyped and happy. We sang “ENHYPEN, hermano ya eres Mexicano (ENHYPEN, brother, you’re already Mexican)” and they were like “Wow, what does that mean?” and when we told them, they asked us what to do if the fans yell that at them, and we told them to say “Viva Mexico!”. There were a lot of interactions that didn’t come out on camera and that almost never happens to me with kpop artists. It doesn’t usually happen, so it surprised me that it was like that. It shows that they, even though they're huge worldwide, are still very humble people, very down to Earth. I am going to my grave regretting that dance segment. I don’t know when my brain decided to go the other side (taught them a slightly incorrect dance) But, either way, we had an amazing time. They had a lot of fun. I couldn't stay until the end of the show, so I found out after that they tried to dance it on the stage. But that they didn't do it right. I’m sorry… it was probably my fault! Anyways, I want to tell you that if you are an ENGENE and you support ENHYPEN, honestly, girl (or boy or them), you get everything… They're really people who are super, super nice. I was terrified, because I was called out once before for not knowing how to pronounce a Korean name, so I spent an entire day listening to a video of how to pronounce them, so something like that doesn't happen again. But honestly, from the moment they walked in, they took my nerves away. They made me feel like they were having a good time- I was having a good time, the team was having a good time, everyone was having a good time! And hopefully when ENGENE gets to see this content, they will be having an incredible time. I dont know when the whole interview will come out, but it'll air on the MTV LA channel. You can watch them there. When it comes out, I'll let you know. Tell me what you think~

An MTV LA journalist on her encounter with ENHYPEN: -I’ve had experience with many kpop bands and all of them have been wonderful. But what I experienced with ENHYPEN was something very different, I’ll tell you why. The people that are behind the kpop industry are people who follow procedures very rigorously. There’s a lot of control over the questions you can ask, of what you get to say, of how they need to answer. If you didn't know, its a very strict world in that regard. So, usually with this type of interview, there's not a lot of room for you to interact with the talents outside of the cameras. Normally they're sitting down, waiting for someone to tell them the camers are rolling and for questions to be asked. They almost never interact or ask you questions, which could be due to the language barrier. But in this case it wasn't like that. From the moment they came in, they were super friendly, they greeted us all. You could tell they had watched the Norway vs. England game, and we started talking to them about it. We told them “right now, we’re rooting for Norway because England eliminated us”. They laughed and said “Ok we support Noway!” They were very chatty, very nice. We ended the “payaso de rodeo” portion super hyped and happy. We sang “ENHYPEN, hermano ya eres Mexicano (ENHYPEN, brother, you’re already Mexican)” and they were like “Wow, what does that mean?” and when we told them, they asked us what to do if the fans yell that at them, and we told them to say “Viva Mexico!”. There were a lot of interactions that didn’t come out on camera and that almost never happens to me with kpop artists. It doesn’t usually happen, so it surprised me that it was like that. It shows that they, even though they're huge worldwide, are still very humble people, very down to Earth. I am going to my grave regretting that dance segment. I don’t know when my brain decided to go the other side (taught them a slightly incorrect dance) But, either way, we had an amazing time. They had a lot of fun. I couldn't stay until the end of the show, so I found out after that they tried to dance it on the stage. But that they didn't do it right. I’m sorry… it was probably my fault! Anyways, I want to tell you that if you are an ENGENE and you support ENHYPEN, honestly, girl (or boy or them), you get everything… They're really people who are super, super nice. I was terrified, because I was called out once before for not knowing how to pronounce a Korean name, so I spent an entire day listening to a video of how to pronounce them, so something like that doesn't happen again. But honestly, from the moment they walked in, they took my nerves away. They made me feel like they were having a good time- I was having a good time, the team was having a good time, everyone was having a good time! And hopefully when ENGENE gets to see this content, they will be having an incredible time. I dont know when the whole interview will come out, but it'll air on the MTV LA channel. You can watch them there. When it comes out, I'll let you know. Tell me what you think~

AboutEnhypen

102,617 просмотров • 4 месяцев назад

“Hundreds of millions of people who already had Covid did not need to take any risk whatsoever from a novel vaccine.” Bret Weinstein is calling out doctors who pushed COVID-19 vaccines and are now reversing course on effectiveness. “All of the major players gathered together and privately understood the very same thing that they were gaslighting us over.” “They understood that natural immunity was the best immunity that you were going to come by and that a vaccine wasn't going to augment it.” “And they decided to keep that to themselves in spite of the fact that these vaccines are built on a novel technology they didn't know the hazards of at best.” “They were not just disagreeing with us.” “They were gaslighting us and telling people like you that people like me were crazy.” Bret Weinstein The DarkHorse Podcast Michael Shermer

“Hundreds of millions of people who already had Covid did not need to take any risk whatsoever from a novel vaccine.” Bret Weinstein is calling out doctors who pushed COVID-19 vaccines and are now reversing course on effectiveness. “All of the major players gathered together and privately understood the very same thing that they were gaslighting us over.” “They understood that natural immunity was the best immunity that you were going to come by and that a vaccine wasn't going to augment it.” “And they decided to keep that to themselves in spite of the fact that these vaccines are built on a novel technology they didn't know the hazards of at best.” “They were not just disagreeing with us.” “They were gaslighting us and telling people like you that people like me were crazy.” Bret Weinstein The DarkHorse Podcast Michael Shermer

Children’s Health Defense

13,253 просмотров • 9 месяцев назад

Gabor Maté on why he worries about "very nice" people and the hidden cost of people-pleasing People-pleasers didn't choose to be that way. According to physician and trauma expert Gabor Maté, they gave something up far earlier before they even had the words for it. "People pleasers are the ones who gave up not by conscious choice, but as a matter of survival, their authenticity in order to stay liked and accepted and attached." And once that pattern is set in childhood, it doesn't stay there. "They carry that on in the rest of their lives." And the consequences, Maté says, go beyond relationships they become a health risk. "I always worry for the very nice people." He draws a crucial distinction between two kinds of niceness: "There are two places to be very nice from. One is just genuine human compassion and concern for others but you're still grounded in yourself. That's great." The second kind is where it gets dangerous. "A lot of people are very nice because they are afraid not to be because they weren't liked who they were. They weren't loved for who they were. Being nice was their way of getting the love and the attention they needed." The difference isn't visible from the outside. Both people smile. Both people help. Both people say yes. But one is rooted. The other is running.

Gabor Maté on why he worries about "very nice" people and the hidden cost of people-pleasing People-pleasers didn't choose to be that way. According to physician and trauma expert Gabor Maté, they gave something up far earlier before they even had the words for it. "People pleasers are the ones who gave up not by conscious choice, but as a matter of survival, their authenticity in order to stay liked and accepted and attached." And once that pattern is set in childhood, it doesn't stay there. "They carry that on in the rest of their lives." And the consequences, Maté says, go beyond relationships they become a health risk. "I always worry for the very nice people." He draws a crucial distinction between two kinds of niceness: "There are two places to be very nice from. One is just genuine human compassion and concern for others but you're still grounded in yourself. That's great." The second kind is where it gets dangerous. "A lot of people are very nice because they are afraid not to be because they weren't liked who they were. They weren't loved for who they were. Being nice was their way of getting the love and the attention they needed." The difference isn't visible from the outside. Both people smile. Both people help. Both people say yes. But one is rooted. The other is running.

Kevin Tanaka

28,613 просмотров • 7 месяцев назад

Smith: Our case was built on, frankly, Republicans who put their allegiance to the country before the party. And so the President got information from people he trusted on other issues. He rejected it whenever it didn't fit him staying in office. And there was a pattern in our case where any time any information came in that would mean he could no longer be President he would reject it. And any theory, no matter how far-fetched, no matter how not based in law, that would indicate that he could, he latched on to. And we had - we were confident that we had very strong proof of that pattern. He also, I would just add, very consciously did not try to reach out to the sort of people who have the most expertise on these issues. He reached out to people who he thought could back him up.

Sensitive content

Smith: Our case was built on, frankly, Republicans who put their allegiance to the country before the party. And so the President got information from people he trusted on other issues. He rejected it whenever it didn't fit him staying in office. And there was a pattern in our case where any time any information came in that would mean he could no longer be President he would reject it. And any theory, no matter how far-fetched, no matter how not based in law, that would indicate that he could, he latched on to. And we had - we were confident that we had very strong proof of that pattern. He also, I would just add, very consciously did not try to reach out to the sort of people who have the most expertise on these issues. He reached out to people who he thought could back him up.

Acyn

322,434 просмотров • 10 месяцев назад

Elon Musk's primary residence was a car factory for three years. He slept on the floor during shift change so the people walking in would see him. Musk: "I actually know the people on the line because I worked on the line, and I walked the line, and I slept in the factory, and I worked beside them. So I'm no stranger to them." There are maybe five people at that altitude who could say that sentence without lying. Most executives know their org chart. They know the name of everyone whose approval affects their pay. They do not know the person who installed the battery pack at 3 AM. Musk: "There is no lords and peasants. Everyone eats at the same table, everyone parks in the same parking lot." Any company can put that on a wall. The building is where you find out if they meant it. Musk: "At GM there's a special elevator only for senior executives. We have no such thing at Tesla." A separate elevator. Someone sat in a meeting and decided executives should not have to ride with the people building the product. That elevator is a machine for making human beings invisible. Most people will work their entire lives and never once be seen by the person whose name is on the building. They will give that building forty years. Their back. Their knees. The bedtimes they missed. And they will die as a line item in a spreadsheet nobody reads twice. Nobody calls that a tragedy because nothing dramatic ever happens. It just takes an entire life to finish. Not that people are underpaid. That they are unwitnessed. Every company writes its real values into the floor plan and hopes nobody reads them. The parking spots. The elevators. The floors people are allowed to stand on. People read that long before they read the mission statement. Musk: "We give everyone stock options. Many people who just work on the line who didn't even know what stocks were, we've made them millionaires." Someone took that job because rent was due on the first. No exposure to equity. No path to anything past the next paycheck. Now they own a piece of what they built with their hands. Not a bonus. Not a plaque. Ownership. Their kids will inherit something other than exhaustion. Musk: "I'm incredibly appreciative of those who built cars, and they know it." And they know it. Gratitude that stays in the CEO's head is worthless. Gratitude announced in a press release is worse. The only gratitude that counts is the kind that reaches the floor. You cannot memo it into existence. You cannot hire a consultant to install it. A person will sell you their hours. They will only give you their life if you were standing there when it was hard. None of that is management. It is just what we are. For almost all of human history it was impossible to work unseen. The group was thirty people. Everyone knew who carried weight and who did not. Then we built organizations large enough that a person could pour everything they had into one and vanish. We have had ten thousand years to adjust to that and we never have. We were never built to follow titles. We were built to follow the person who stayed. This is why some companies get everything a person has, and the rest send out engagement surveys wondering where it went. Tesla's people are building something alongside someone who was there when it was ugly, who knows what it cost them, and who never pretended he was above the floor. And almost nobody at the top is willing to pay what it costs.

Elon Musk's primary residence was a car factory for three years. He slept on the floor during shift change so the people walking in would see him. Musk: "I actually know the people on the line because I worked on the line, and I walked the line, and I slept in the factory, and I worked beside them. So I'm no stranger to them." There are maybe five people at that altitude who could say that sentence without lying. Most executives know their org chart. They know the name of everyone whose approval affects their pay. They do not know the person who installed the battery pack at 3 AM. Musk: "There is no lords and peasants. Everyone eats at the same table, everyone parks in the same parking lot." Any company can put that on a wall. The building is where you find out if they meant it. Musk: "At GM there's a special elevator only for senior executives. We have no such thing at Tesla." A separate elevator. Someone sat in a meeting and decided executives should not have to ride with the people building the product. That elevator is a machine for making human beings invisible. Most people will work their entire lives and never once be seen by the person whose name is on the building. They will give that building forty years. Their back. Their knees. The bedtimes they missed. And they will die as a line item in a spreadsheet nobody reads twice. Nobody calls that a tragedy because nothing dramatic ever happens. It just takes an entire life to finish. Not that people are underpaid. That they are unwitnessed. Every company writes its real values into the floor plan and hopes nobody reads them. The parking spots. The elevators. The floors people are allowed to stand on. People read that long before they read the mission statement. Musk: "We give everyone stock options. Many people who just work on the line who didn't even know what stocks were, we've made them millionaires." Someone took that job because rent was due on the first. No exposure to equity. No path to anything past the next paycheck. Now they own a piece of what they built with their hands. Not a bonus. Not a plaque. Ownership. Their kids will inherit something other than exhaustion. Musk: "I'm incredibly appreciative of those who built cars, and they know it." And they know it. Gratitude that stays in the CEO's head is worthless. Gratitude announced in a press release is worse. The only gratitude that counts is the kind that reaches the floor. You cannot memo it into existence. You cannot hire a consultant to install it. A person will sell you their hours. They will only give you their life if you were standing there when it was hard. None of that is management. It is just what we are. For almost all of human history it was impossible to work unseen. The group was thirty people. Everyone knew who carried weight and who did not. Then we built organizations large enough that a person could pour everything they had into one and vanish. We have had ten thousand years to adjust to that and we never have. We were never built to follow titles. We were built to follow the person who stayed. This is why some companies get everything a person has, and the rest send out engagement surveys wondering where it went. Tesla's people are building something alongside someone who was there when it was ugly, who knows what it cost them, and who never pretended he was above the floor. And almost nobody at the top is willing to pay what it costs.

Dustin

22,212 просмотров • 3 месяцев назад

This is the harrowing reality of what detransitioners face, says Chloe Cole ⭐️: “The moment that I detransitioned, I was human garbage to them. I was subhuman even. … They told me: ‘This is all your fault. Don't put this on us. You were the one who said yes, you were the one who wanted this. You were a complete idiot for not knowing that you weren't truly transgender. So don't come crying to us. And you should shut up about this because you might scare somebody out of getting the care that they really need. And you are a waste of resources. You are a waste of the love and support of your family. You didn't deserve the support of your doctors. You didn't deserve any of this. So stay quiet and stop being a problem.’ …There were people who were trying to compel me to retransition, people who were trying to tell me to kill myself, even just for the fact that I was going against the dogma. And I stayed low for a little bit. I apologized to the same people who were abusing me because I was a freshly traumatized 16 year old girl. I had been bullied in school before, but nobody had ever treated me this horribly over such a painful part of my life. But after a while of being painfully isolated. I started to really think the way that they are treating me is not deserved. I'm speaking to nothing but my experience, to the way that I feel and to reality. I'm going to speak up, regardless of whether they want me to or not. And I just knew that there had to be other detransitioners out there. And very quickly, I learned that they were in the thousands. And I'm sure that it's doubled, tripled, quadrupled over the years, the amount of us who are out there. We are never going to know the real numbers. …And some of the harassment, the hatred I faced over the years has gotten worse. I've been doxxed. I have had people assaulting me, chasing after me in government buildings, who have tried to hurt me, who have wished death upon me.”

This is the harrowing reality of what detransitioners face, says Chloe Cole ⭐️: “The moment that I detransitioned, I was human garbage to them. I was subhuman even. … They told me: ‘This is all your fault. Don't put this on us. You were the one who said yes, you were the one who wanted this. You were a complete idiot for not knowing that you weren't truly transgender. So don't come crying to us. And you should shut up about this because you might scare somebody out of getting the care that they really need. And you are a waste of resources. You are a waste of the love and support of your family. You didn't deserve the support of your doctors. You didn't deserve any of this. So stay quiet and stop being a problem.’ …There were people who were trying to compel me to retransition, people who were trying to tell me to kill myself, even just for the fact that I was going against the dogma. And I stayed low for a little bit. I apologized to the same people who were abusing me because I was a freshly traumatized 16 year old girl. I had been bullied in school before, but nobody had ever treated me this horribly over such a painful part of my life. But after a while of being painfully isolated. I started to really think the way that they are treating me is not deserved. I'm speaking to nothing but my experience, to the way that I feel and to reality. I'm going to speak up, regardless of whether they want me to or not. And I just knew that there had to be other detransitioners out there. And very quickly, I learned that they were in the thousands. And I'm sure that it's doubled, tripled, quadrupled over the years, the amount of us who are out there. We are never going to know the real numbers. …And some of the harassment, the hatred I faced over the years has gotten worse. I've been doxxed. I have had people assaulting me, chasing after me in government buildings, who have tried to hurt me, who have wished death upon me.”

Jan Jekielek

695,216 просмотров • 10 месяцев назад

Sergey Brin on AI and Jeff Dean back in December when Gemini peaked: “I would say in some ways we for sure messed up in that we underinvested and sort of didn't take it as seriously as we should have, say, eight years ago when we published the Transformer paper. We actually didn't take it all that seriously and didn't necessarily invest in scaling the compute. And also we were too scared to bring it to people because chatbots say dumb things. And, you know, OpenAI ran with it, which is good for them. It was a super smart insight, and it was also our people like Ilya who went there to do that. But I do think we still have benefited from that long history. So we had a lot of the research and development of neural networks kind of going back to Google Brain. That was also kind of lucky. It wasn't luck that we hired Jeff Dean. I mean, we were lucky to get him. But we were in this sort of mindset that deep technical things matter. And so we hired him. We hired a lot of people from DEC, honestly, because they had the top research labs at the time. But he [Jeff Dean] was passionate about neural networks. And it stemmed, I think, from actually his college experiment. I don't know. He was like, whatever, curing third world disease and figuring out neural networks when he was like 16. He's done crazy things. But he was passionate about it. He built up a whole effort. And actually in my division at the time in Google X. We had him but I didn't I was like okay Jeff you do whatever you want. He's like oh we can tell cats from dogs. I'm like oh okay cool. But you know, you also trust your technical people and soon enough they were developing all these algorithms these neural nets that were doing some of our search. And then, you know, Noam came up with a transformer and we were able to do more and more. But yeah, I mean, so we had the underpinnings, we had the R&D. We did underinvest for a number of years and didn't take it as seriously as we should have.” Both Jeff Dean and Noam Shazeer left Google in the past two months.

Sergey Brin on AI and Jeff Dean back in December when Gemini peaked: “I would say in some ways we for sure messed up in that we underinvested and sort of didn't take it as seriously as we should have, say, eight years ago when we published the Transformer paper. We actually didn't take it all that seriously and didn't necessarily invest in scaling the compute. And also we were too scared to bring it to people because chatbots say dumb things. And, you know, OpenAI ran with it, which is good for them. It was a super smart insight, and it was also our people like Ilya who went there to do that. But I do think we still have benefited from that long history. So we had a lot of the research and development of neural networks kind of going back to Google Brain. That was also kind of lucky. It wasn't luck that we hired Jeff Dean. I mean, we were lucky to get him. But we were in this sort of mindset that deep technical things matter. And so we hired him. We hired a lot of people from DEC, honestly, because they had the top research labs at the time. But he [Jeff Dean] was passionate about neural networks. And it stemmed, I think, from actually his college experiment. I don't know. He was like, whatever, curing third world disease and figuring out neural networks when he was like 16. He's done crazy things. But he was passionate about it. He built up a whole effort. And actually in my division at the time in Google X. We had him but I didn't I was like okay Jeff you do whatever you want. He's like oh we can tell cats from dogs. I'm like oh okay cool. But you know, you also trust your technical people and soon enough they were developing all these algorithms these neural nets that were doing some of our search. And then, you know, Noam came up with a transformer and we were able to do more and more. But yeah, I mean, so we had the underpinnings, we had the R&D. We did underinvest for a number of years and didn't take it as seriously as we should have.” Both Jeff Dean and Noam Shazeer left Google in the past two months.

tae kim

249,117 просмотров • 3 месяцев назад

Demis Hassabis (Demis Hassabis) says Google was probably wrong to hold back its early LaMDA chatbot before ChatGPT. "The Google Brain side of it had a product, a very early one, it was called LaMDA in those days. And there'd been a conscious decision not to release that, and it was obviously in retrospect probably the wrong decision." "I wasn't involved in that because we were at the time just supposed to be working on research." "Those early language models, they were very interesting, but they were very flawed. Even today's ones, very impressive as they are, have things that we all know when we use the chatbots, they can't do very well. They make mistakes, they hallucinate, and those early ones were doing that a lot." "Google's known for accurate information. That's what Google is for... So I think it's sort of doubly tricky to think about putting out a bot that, you know, 20% of the time gives you the wrong information." "Whereas obviously a start-up, especially someone with someone like Sam leading it, you know, it's like, go for it, you only live once, YOLO it, and it's fine, right?" "So the thing that caught everyone by surprise, I would say, including them, was actually people finding use for even these early language models that, even though they had all of these flaws, you know, people still found, obviously, very creatively, once millions of people use it, oh, you can summarise things, can help with homework." "Do some brainstorming, it didn't matter if it made some errors, right? That weren't to do with information seeking. And these were new use cases that hadn't existed before." - Demis Hassabis, Google DeepMind co-founder, in conversation with Sebastian Mallaby for Intelligence Squared, April 2026

Demis Hassabis (Demis Hassabis) says Google was probably wrong to hold back its early LaMDA chatbot before ChatGPT. "The Google Brain side of it had a product, a very early one, it was called LaMDA in those days. And there'd been a conscious decision not to release that, and it was obviously in retrospect probably the wrong decision." "I wasn't involved in that because we were at the time just supposed to be working on research." "Those early language models, they were very interesting, but they were very flawed. Even today's ones, very impressive as they are, have things that we all know when we use the chatbots, they can't do very well. They make mistakes, they hallucinate, and those early ones were doing that a lot." "Google's known for accurate information. That's what Google is for... So I think it's sort of doubly tricky to think about putting out a bot that, you know, 20% of the time gives you the wrong information." "Whereas obviously a start-up, especially someone with someone like Sam leading it, you know, it's like, go for it, you only live once, YOLO it, and it's fine, right?" "So the thing that caught everyone by surprise, I would say, including them, was actually people finding use for even these early language models that, even though they had all of these flaws, you know, people still found, obviously, very creatively, once millions of people use it, oh, you can summarise things, can help with homework." "Do some brainstorming, it didn't matter if it made some errors, right? That weren't to do with information seeking. And these were new use cases that hadn't existed before." - Demis Hassabis, Google DeepMind co-founder, in conversation with Sebastian Mallaby for Intelligence Squared, April 2026

Karl Mehta

10,296 просмотров • 23 дней назад